2018 Global Marketing Conference at Tokyo Proceedings
2018 Global Marketing Conference at Tokyo
- Editor Prof. Jeonghye Choi (Yonsei University)
- Assistant Dr. Jeeyeon Kim (Yonsei University)
Business model (BM) research currently represents rapidly developing area of knowledge that helps businesses in finding new sources of competitive advantage and growth drivers. Multiple studies demonstrate that BM studies are multidisciplinary by their nature as this helps better understanding complex processes happening in real life that are described by BM research (Zott, Amit, Massa, 2011; Tikkanen et al, 2005). This means that BM research is built on a basis of strategic management, marketing, sociology, psychology, logistics, institutional economics and other disciplines. Regardless the growing amount of publications in this area (more than 6 times growth for the last 15 years reaching 2100 publications per year according to Scopus) the amount of successful BM in practice remains low. BM studies are primarily linked to the notion of value that is jointly created for the final consumer by multiple participants of the value chain (suppliers, manufacturers, distribution channels). Within the interaction of BM participants the key role is played by their orientation towards the interests of the final consumer who makes the decision on whether to acknowledge or not the created value. As value chain generally consists of multiple commercial organizations, their major interest is in making profits as a result of joint value creation activities. Therefore the key role in BM analysis is played by marketing that helps searching and offering such values for the customer that enable satisfying his needs. Multiple research in marketing confirms that long term customer orientation, cooperation of value chain actors offer companies better development opportunities and lead to better financial results as well as help increasing value generated for the final consumer. However, the current level of marketing involvement into the BM research remains low. This, in turn, significantly limits the opportunities of creating successful and sustainable BM that bring profits to the commercial units of the value chain and satisfy the needs of the final consumer. To address the existing gap the current paper explores the links between BM research and marketing which are then used to develop a new approach to BM innovation. The approach is based on value chains and interfirm relationships.
Gamification refers to the use of game elements and designs in non-game environments. As a result customers and employees involved stay more focused and motivated to accomplish the chosen goal. We explore customer engagement practices (gamification) of the Russian companies including application areas, funding and perceived efficiency of these initiatives and their shifts over time. Our analysis is based on two waves of data collection: 2015 and 2018, as the result we outline four groups of practices based on the scope of the gamification techniques used and variety of the business processes involved.
This research was conducted with the aim to reveal the influence of online travel communities on tourism destinations choice, with the focus on the Russian tourism market. The preliminary results indicated that social media has significant influence on consumer behaviour and decision-making process of Russian travellers. Still, there is additional activity of Russian tourist market actors is needed to more fully use the opportunities of online travel communities.
Specifics of emerging markets raise some questions on the applicability of well-established marketing concepts and scales, widely used in the developed markets, in the context of emerging markets. Over the past twenty years emerging markets have remained one of the main focus of marketing research. The interest of the researchers to the emerging markets is not accidental, it is caused by the peculiarities of the developing markets. Specific features of the emerging markets challenge the use of approaches designed for developed markets in emerging markets. Existing research describes peculiarities of emerging markets and shows the evidence of inability to use the theories designed in the developed markets in emerging markets (Burgess, Steenkamp, 2006; Sheth, 2011). The external environment and the increasing competition force companies to rethink their marketing activities and seek new sources of competitive advantages, and one of the primary tasks for the company is the development of customer orientation (Jacob, 2006; Ellis, 2006; Frambach, Fiss, Ingenbleek, 2016). Customer orientation (CO), as one of the key concepts of contemporary marketing, requires rethinking in the context of emerging markets (Sheth, 2011; Roersen, Kraaijenbrink, Groen, 2013; Smirnova, Rebiazina, Frosen, 2018). The purpose of this paper is to develop a tool for a complex evaluation of the company’s CO adapted to the specifics of the Russian emerging market. The empirical study includes mixed qualitative-quantitative design: at the first stage a quantitative survey with representatives of 239 companies operating in the Russian market, and at the second - 62 in-depth interviews were conducted to test the CO scale’s applicability to the Russian market.